Lessons in Change Management: From 9/11 to Technology Adoption
Leadership is about helping people deal with change. Management deals with things that need to get done. It takes both for successful change management.
Leadership is about helping people deal with change. Management deals with things that need to get done. It takes both for successful change management.
Realistically, training every developer to become a container and Kube expert first before being productive isn’t viable, and it’s time-consuming.
So just how hard is it to extend IT support to workers and offices operating beyond the perimeter of the traditional agency headquarters?
For many organizations, much of their important data exists at the edge of the network. Is your agency ready to take advantage of it?
As more agencies demonstrate the success of DevSecOps, the once widening gap between the business outcomes that agencies desire and the tools and processes they use to achieve them is diminishing.
Depending on where you look, change is happening quickly or slowly, smoothly or erratically, effectively or rife with challenges.
Throughout the COVID-19 crisis, government agencies have learned two basic lessons about remote work.
“Their current process took 4 to 8 hours to do a pre-award risk examination. We were able to get that down to 15 minutes.”
Technology that improves remote-working capabilities for government employees is eligible for CARES Act funding. So, too, is technology that supports social distancing, such as solutions that provide COVID-19 updates, allows remote bill-paying or facilitates remote meetings.
If modernization is the key, then legacy infrastructure is the rusty hinge preventing the door from swinging open. The challenge for federal agencies is to find a solution that encompasses all aspects of modernization.